The Pension Problem and What the City Is Doing About It

Transcription

1 The Pension Problem and What the City Is Doing About It 1

2 2 Why Are We Here Today? I N F O R M P L A N Q & A Inform all stakeholders of the problem and the process to develop a plan Lay out process to develop a Fiscal Health Response Plan to reach the ongoing budget reduction target Answer questions and receive suggestions

3 Agenda 6:00 p.m. 6:20 p.m. Staff available for questions and background information at informal stations 6:20 p.m. 6:40 p.m. How We Got Here & Where We re Going Mary Beth Redding, Bartel Associates 6:40 p.m. 7:00 p.m. Developing a Fiscal Health Response Plan Derek Johnson, City Manager 7:00 p.m. 7:30 p.m. Question & Answer Panel 7:30 p.m. 8:00 p.m. Staff available for questions and background information at informal stations

4 Multiple Ways to Engage Talk with staff members at informal stations Write questions on yellow question cards and submit for Q&A panel discussion Write suggestions on green cards and submit for consideration as Council and staff prepare plans after this session. Submit additional comments and ideas at Attend the Council meetings on November 7 (process for plan) and December 12 (direction)

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37 Developing a Fiscal Health Response Plan Like 3,000 other member agencies in CalPERS, the City of San Luis Obispo is facing significant financial challenges ahead due to increased pension costs. 52

38 San Luis Obispo is committed 53 to Good Fiscal Management Including fiscal policies to guide daily operations and long-term solutions to ensure a continued balanced budget. Public Engagement Involving the City Council, community, and staff in discussions about solutions. Quality Services Providing quality services to the community through committed employees.

39 $7.8 million $19 million What is the Problem? 54 The City s annual costs for CalPERS will more than double in 10 years. To address these increases, the City needs to reduce expenditures by $8.9 million in the General Fund & Enterprise Funds over the next three years ANNUAL CALPERS COST PROJECTED CALPERS COST

40 Fiscal Forecast Assumptions 55 Based on current levels of service. Continued commitment to capital investment. Modest long term revenue growth and inflation. CalPERS required pension contributions. Informed by Beacon Economics, HDL and the City s third-party actuary Bartell & Associates. Local Revenue Measure (Measure G) funds will continue and be used consistent with voter directive and Council policy.

41 Why Are We Here Today? 56 I N F O R M P L A N Q & A Inform all stakeholders of the problem and the process to develop a plan Lay out process to develop a Fiscal Health Response Plan to reach the ongoing budget reduction target Answer questions and receive suggestions

42 Retirement Benefits Basics The California Public Employees Retirement System ( CalPERS ) is an agency in the state s executive branch that manages pension and health benefits for more than 1.6 million employees, retirees and families. The City contracts with CalPERS to provide a defined benefit pension; meaning the retirement benefit is set based on years of service, final compensation, age, and a multiplier in the benefit formula. City employees do not participate in Social Security. Formulas differ between public safety employees and nonpublic safety employees, as well as hire date. 57 I N F O R M

43 Retirement Benefits Basics Benefits to retirees are determined based on formulas that indicate the percent of final compensation and the retirement age. For instance, a 60 formula means the retirement benefit is 2% of final compensation, times the years of CalPERS service. 58 City Tier 1 Tier 2 PEPRA Miscellaneous Police Safety Fire Safety I N F O R M

44 Retirement Benefits Basics 59 How are CalPERS pensions funded? Employees and the City contribute various amounts of the total payment each year into the CalPERS investment fund CalPERS then invests that contribution, and the combination of the contribution and interest earned are used to pay retirement benefits that employees have accrued CalPERS uses actuarial analysis to determine the funding needed to pay contractually obligated benefits. I N F O R M

45 Retirement Benefits Basics 60 What is the difference between Normal Costs and Unfunded Liability? Normal Costs The amount of money based on actuarial assumptions that must be set aside, for future pensions benefits. Unfunded Liability The amount of money by which future payment obligations exceed the present value of funds available. I N F O R M

46 Managing CalPERS Costs Through the Years 61 Benefit levels Enhanced in 2000 Reduced in 2013 Demographic changes Retirees living longer Investment losses during the Great Recession Creating the unfunded liability Reduced rate of return I N F O R M

47 What Has the City Already Done to Address Costs? 62 New Lower Benefit Retirement Tiers established City Tier 1 Tier 2 PEPRA Miscellaneous Police Safety Fire Safety Employees pay a greater share of the total pension costs Retirement age increases Paying down unfunded retirement liabilities I N F O R M

48 How Pension Costs Grow 63 In thousand I N F O R M

49 What is the City Doing Now? Continued implementation of the Adopted Fiscal Responsibility Philosophy which includes: Informed decision making, shared responsibility, increased transparency, aligned investments, diversified and aligned revenue sources, long-term unfunded liabilities, continued efficiency and effectiveness. 2. Activation of the Fiscal Health Contingency Plan which includes a hiring and travel chill. 3. Adoption of the Major City Goal: Fiscal Sustainability & Responsibility I N F O R M

50 If we do nothing In thousands I N F O R M

51 If we act now In thousands I N F O R M

52 How Do We Fix the Problem? 67 U S E A N I T E R AT I V E P R O C E S S T O D E V E L O P A P L A N A p r o c e s s w i l l b e u s e d w h i c h t a k e s i n p u t a n d i d e n t i f i e s c o m p o n e n t s f o r a p l a n a n d h o w t h e y m a y b e a p p o r t i o n e d T H E P L A N A plan is needed to guide the responses to the fiscal shortfall C O U N C I L D I R E C T I O N Both strategic and specific direction will be needed from Council P L A N

53 Fiscal Health Response Plan: Potential Components 68 Operational Reductions New Ways of Doing Business Employee Concessions Revenue Options P L A N

54 Process for developing the Fiscal Health Response Plan 69 Inform public and staff, answer questions, receive feedback Staff develops preliminary options and scenarios Seek foundational direction from Council in December P L A N

55 Fiscal Health Response Plan 70 OCTOBER Inform community & staff NOVEMBER City Council Meeting to consider process to develop plan DECEMBER City Council Meeting for direction on how plan components are to be distributed JAN-MAR Develop components of plan based on Council direction APRIL Plan adoption at Strategic Budget Direction JUNE Budget adoption consistent with plan P L A N

56 71 Why Are We Here Today? I N F O R M P L A N Q & A Inform all stakeholders of the problem and the process to develop a plan Lay out process to develop a Fiscal Health Response Plan to reach the ongoing budget reduction target Receive comments and answer questions

57 Q & A 73 Thank You Comments or questions? Please fill out form or ask a staff member Participate by attending Council Meetings or online at Open City Hall ( Contact Us: fiscalhealth@slocity.org

58 74 Question and Answer Q & A Receive comments and answer questions